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Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.
John P. Kotter
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John P. Kotter
Age: 77
Born: 1947
Born: February 25
Economist
Educator
University Teacher
San Diego
California
John Paul Kotter
Make
Scale
Scales
Managers
Improvement
Large
Programmatic
Lead
Incremental
Aren
Improvements
Change
Trained
More quotes by John P. Kotter
People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.
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Leadership produces change. That is its primary function
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Most people don't lead their own lives - they accept their lives
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One of the most common ways to overcome resistance to change is to educate people about it beforehand. Communication of ideas helps people see the need for and the logic of a change. The education process can involve one-on-one discussions, presentations to groups, or memos and reports.
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We see, we feel, we change.
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A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.
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Complacency is almost always the product of success or perceived success
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Leadership is different from management, but not for the reasons most people think.
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Anyone in a large organization who thinks major change is impossible should probably get out.
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Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome.
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In the final analysis, change sticks when it becomes the way we do things around here.
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Never underestimate the power of a good story.
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Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
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Leadership is about coping with change
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Good communication is not just data transfer. You need to show people something that addresses their anxieties, that accepts their anger, that is credible in a very gut-level sense, and that evokes faith in the vision.
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Never underestimate the magnitude of the power of the forces that reinforce the status quo.
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Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.
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Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn't about slickness. Simple and clear go a long way.
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No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.
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Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.
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